SOMERSHAM

PARISH COUNCIL October 2015 – October 2018

Business Plan &

Financial Strategy

Version 1.1

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SOMERSHAM PARISH COUNCIL

Business Plan & 3 Year Financial Strategy 2015 – 2018

CONTENTS

Introduction Page 3

Vision

Objectives

Summary of Current Activity Page 5

Raising the Profile of the Parish Council Page 9

Promotion of the Council & its services

Change of name & image?

A Sense of Community Page 13

Community Noticeboard

Community Library

Health & Well-being Group

Localism

Community Plan 2012

Democratic representation

A safe community

CCTV in the community

Twinning

Somersham Youth Club

Somersham Time Bank

Christmas Lights annual display

Somersham Carnival

Sporting & leisure facilities

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Creating a Better Environment Page 19

Flood Risk Strategy

Allotments

Definitive Footpaths

Conservation Area

Bridleway 7

Local Nature Reserve

Pocket Park

Somersham Angling Club

Trees

White Post Area

War Memorials

K6 Telephone Kiosk

Environmentally green policies

Open Spaces

Street planting & street scene

Housing & Development Strategy Page 24

Neighbourhood Plan

Local Plan to 2030

Transport Strategy Page 24

Bus services

Rail services

Traffic control

Pedestrians & cycling

Economic Activity & Tourism Page 24

3 Year Financial Strategy Page 25

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Introduction

This is Somersham Parish Council’s Business Plan, it sets out the vision and priorities of

the Parish Council for the next three years.

It is the Councils intention to review the Plan annually to ensure it is current and

remains a valuable document.

Somersham Lake

The purpose of the Plan is fourfold:

• To set out the objectives and plans of the Parish Council, acknowledging

the important role of community groups

• To help the Parish Council fulfil its increasing role within the community in

response to the reduction in services from other public bodies

• To communicate the Parish Council’s vision and plans to the residents

• To provide a basis for the community to become involved in shaping the

future of their village

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Vision

“A sustainable community striving to involve and meet the needs of all our

residents”

A 10 point plan for Somersham.

1/ Improve information and communication

2/ A clean and tidy village

3/ Enhance road safety

4/ Review public transport opportunities

5/ Improve and promote local facilities

6/ Encourage community involvement and self sufficiency

7/ Encourage opportunities for improved Health and Well-being

8/ Help promote the use of local shops and businesses

9/ Support limited housing development with appropriate community benefit

10/ Encourage energy efficiency and environmental sustainability

Objectives

This Business Plan & 3 year Financial Strategy aims to meet the Parish

Council’s vision.

We will co‑operate and liaise, where appropriate, with outside organisations

(such as the Police, Huntingdonshire District Council & Cambridgeshire County

Council), residents as well as existing village organisations for the general

wellbeing of Somersham.

The Parish Council will endeavour to:

• Enhance its role within the community and improve its public profile

• Improve and develop Parish Council communication with the community

through the councils Community Engagement Action Plan & Policy (October

2015)

• Enhance the facilities & services available to the community in Somersham

• Build a stronger community by echoing the ethos of Cambridgeshire

County Council’s strategy for Resilient Communities (October 2015)

throughout the work of the parish council

• Further promote local democracy by encouraging more residents to stand for

election to the Parish Council

The Parish Council will conduct its business by means which are transparent,

sustainable, environmentally friendly, and that present the best value in achieving

the actions laid out in this Plan.

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• Evaluate the potential of the Local Nature Reserve & adjoining Pocket Park with a

view to optimising the benefits to our community

• Work closely with local schools, the Youth Clubs and any other local youth

organisations to ensure that the needs of young people are adequately addressed

• Carry forward and promote the recommendations of the Character Statement

2007, particularly in respect of the village centre, building development, transport

strategies and environment

• Create a tree planting strategy

• Develop a local flood plan in order to identify areas at risk of flooding

• Maintain Continuing Professional Development for staff and training Parish

Councillors

• Maintain the appearance of the village ensuring it is clean and tidy

• To improve the wellbeing of our residents

Summary of Current Activity

The Parish Council office is situated on Parkhall Road by the Norwood Playing Field

and the Victory Hall. Although the office is away from the main village shopping

centre it is next to the busy playing field and village hall.

The office is open to members of the public:

Monday – Thursday from 9 am – 1 pm

The Parish Council is responsible for the management of their budget and facilities.

The Parish Council is responsible for exercising, as appropriate, ‘The General Power

of Competence’.

Local Council Award Scheme

Somersham Parish Council first achieved Quality Council Status in Jan 2006 and it

was reaccredited in 2010.

The Quality Council scheme went under a national review during 2014 which held

up Somersham’s re-accreditation for the 3rd time.

The new 3 tier scheme the ‘Local Council Award’, was launched in January 2015.

Somersham successfully applied to NALC (National Association of Local Councils)

and transferred to the Foundation Level of the Local Council Award.

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The Quality Status and the Local Council Award Scheme is an acknowledgement

the business of the parish council is run in a professional and open manner.

Somersham Parish Council intends to embrace the Local Council Award Scheme

and plan to continue to improve. The Council will apply for the Gold Award in 2015.

Somersham Parish Council has responsibility for:

Services:

Somersham Time Bank

Junior and Senior Youth Clubs

Grass verge cutting – agency contract for Cambridgeshire Highways to cut the

verges at least 3 times a year

Christmas Lights — annual display

Hanging flower baskets — The Cross

Parish owned lights are prefixed with PC and a series of numbers

Assets:

Bridleway 7 — 5 miles from Short Drove to the Crafty Fox, Chatteris

Bus shelter, Chatteris Road

Local Nature Reserve—comprising the lake, Station Land, Sewters Pond and section

of adjacent disused railway line.

Fire hooks on the Tithe Barn & Low Barn, High Street

Fire Plate on no 101, High Street

Hattie’s Map, Church Street

Norwood Playing Field & children’s play areas off Parkhall Road

Norwood Building, squash court & car park at Parkhall Road

Meridian brass strips, in footpath at No 70 & No 96 High Street

Millennium Stone, Church Street

Multi Sports area, Norwood Playing Field

Public Shelter, The Cross

Squash Court, Norwood Building, Parkhall Road

The War Memorial, High Street

The White Post area, St Ives Road/Pidley Road

Village direction sign, The Cross

Village sign, (outside Somersham Town Football Club), St Ives Road

Public seats at:

Chatteris Road

Church Street

Norwood Playing Field

Parkhall Road

Public Shelter, The Cross

St Ives Road, Near to West End

The White Post area

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Public bins at:

Local Nature Reserve

Norwood Playing Field

Footpath 4, Bishops Road

CCTV at:

Millennium Sports Facility

Norwood Building & Victory Hall

No 91, High Street

Public Shelter, The Cross

Additional Community Assets Somersham Parish Council is

involved with:

Community Library (Library Access point), Church Street

Managed by Friends of Somersham Library (FOSL)

Building leased by Somersham Parish Council from Cambridgeshire County Council.

Local Nature Reserve (comprising the lake, Station Land, Sewters Pond and section

of adjacent disused railway line), off Springfields

Owned by Somersham Parish Council and managed by Somersham Nature Reserve

Group (SNRG)

Millennium Sports Facility, The Trundle.

Facility owned by Somersham Parish Council and managed by Somersham Sports

and Leisure Association.

Land & pavilion leased to the charity committee by Somersham Parish Council

Scout Hut, Parkhall Road (on Norwood Playing Field)

Building owned and managed by 1st Somersham Scout Committee. Land leased to

the committee by Somersham Parish Council

Victory Hall, Parkhall Road (on the Norwood Playing Field)

Building owned and managed by the Victory Hall Management Committee.

Land leased to the committee by Somersham Parish Council

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Who else has Responsibility for Service Delivery in Somersham?

• Huntingdonshire District Council is responsible for environmental services (litter,

refuse and recycling, including dog fouling), operating the car park in Church

Street, business support and the provision of housing services (along with Housing

Associations).

• Cambridgeshire County Council is responsible for highways issues, signage,

lighting and coordinating public transport (along with service providers). The

County Council is also responsible for health and social care, library services and

education.

• Cambridgeshire Police is responsible for addressing crime and anti-social

behaviour in Somersham.

Where services are provided by others, the Parish Council endeavours to ensure that

they are dealt with effectively and in accordance with the wishes of the

community.

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Raising the Profile of the Parish Council

At present the majority of the parish council’s self-promotion and advertising is quite

passive choosing traditional methods such as noticeboards and the council’s

website.

Since 2012 the council has experimented with Facebook ‘Our Somersham’ and

latterly Twitter with #SomershamParish

For 2015 the Council must recognise the community/world has moved forward

considerably in an electronic age and embrace this with greater enthusiasm.

Promotion of the Council & its services

Community engagement could be improved if Somersham Parish Council became

better at promoting itself, what it does and its services.

Branding

The council should be proud of its services and activities and ensure its ‘brand’ or

logo is clearly seen on all communication whether paper or electronic.

Self-promotion

It is essential that Parish Councillors as representatives of the corporate body provide

greater support with the parish office’s role using social media. Councillors can assist

raising the profile of the council if they actively promote the Council through their

role as representatives on local organisations. The Parish Council is there to represent

the community as a whole and councillors are well placed to promote opportunities

for the community to advertise their groups and services through the council’s social

media, their own organisations media as well as other local public media. There is

too much reliance or acceptance on ‘village drums’.

The Councils communication streams currently are:

Parish Council notice boards

Minutes on the website www.somersham-pc.gov.uk and hard copy in the

Community Library

Somersham4u Newsletter – delivered bi-monthly to every household in the parish

plus available to download on line from the council’s website

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Residents pack – hard copies in the Community Library plus copies available on line

from the council’s website

Time Bank Newsletter

www.Somersham-pc.gov.uk

www.somersham4u.wordpress.com

www.somershamtimebank.wordpress.com

Facebook ‘Our Somersham’

Facebook ‘Somersham Time Bank’

Facebook ‘Somersham Christmas Lights’

Facebook ‘Somersham Nature Reserve’

Twitter #SomershamParish

Twitter #SomershamTime

Page 39 of the Community Plan details many issues parishioners have with the

internet and websites for the village. Many have been addressed since the

publication of the Plan.

On the same page (p 39) members of the public suggestions to improve the parish

council include encouragement for the council to be ‘forward thinking and

creative’, ‘to be proactive’ and ‘to hear more from their councillors’.

Perhaps the solution is permanent digital displays?

Digital Signs

Whilst all of the above play their part, there are many members of the community

who do not actively use the internet or email. Noticeboards and newsletters are

useful but it can be difficult to keep the information current or timely.

As part of a programme to raise the profile of the parish council, the proposal to

install digital signs at 2 key locations could be very effective.

Proposals include:

• The Norwood Building.

Wall mounted outdoor LCD unit including enclosure, screen and media

player

• Public Shelter, The Cross.

Floor standing, purpose built outdoor LCD unit including enclosure, screen

and media player

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These digital signs would allow the parish council to promote itself, its activities,

community groups and events.

It could also be a useful tool for local businesses to advertise (at a small charge) plus

advertise local jobs.

All/any profits raised from business advertising would be put back into the

community.

Costs for the digital signs could be found through parish council funds as part of its

community engagement strategy.

Example of digital displays at The Cross, Public Shelter and the Norwood

Building office.

Key aim: To put Somersham back at the heart of the community

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Change of Somersham Parish Councils name & image?

The Council should give consideration to a change of name for the Council as part

of their overall review.

Somersham is a very proactive Council keen to improve services and facilities for

their community now and for the future.

At times the word ‘parish’ has created an unwelcome hindrance or impediment

with a presumption from outside bodies (despite the Quality Status award now Local

Council Award) the parish council does not have the skill or capability to take on

services. This can and has, proved to be an impediment to moving forward.

A solution could be changing the Council’s name to remove any disparagement.

The two options would be:

1. Changing ‘Parish’ to ‘Town’ Council

Local Government Act 1972 s 245 (6), (9)

‘(6) The council of a parish which is not grouped with any other parish may resolve

that the parish shall have the status of a town’

2. To request and use the ‘Local Government and Public Involvement in Health

Act 2007, CHAPTER 28’ section 59 (1)

‘A local authority may, by resolution, change the name of any of the authority’s

electoral areas’

Permitted options include:

‘Somersham Community Council’

‘Somersham Neighbourhood Council’

‘Somersham Village Council’

Any changes to the councils name will impact on the position and name of the

Chairman and Parish Clerk.

Also see published guidance from the Electoral Commission on changes of style

www.electoralcommission.gov.uk

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A Sense of Community

Community resilience is about strong & healthy communities, connected

communities.

Community resilience proposes four key characteristics (or dimensions) to becoming

more resilient:

• Healthy and engaged people

• An inclusive culture creating a positive sense of place

• A localising economy – towards sustainable food, energy, housing etc.

• Strong links to other places and communities

Using the ethos of Cambridgeshire County Councils document ‘Stronger Together, A

strategy for Building Resilient Communities, the Parish Council need to ensure

Somersham:

• Is a connected community

• Identify areas which could benefit from improvement or additional

facilities

• Maintain and fulfil a Community Engagement Action Plan & Policy

• Monitor Somersham Time Bank as part of this process

Community Notice Board

The Community notice board is located on ‘The Cross’, the

noticeboard is freely available to all parishioners to advertise

local events. The Cross forms a central part of the village

shopping hub and when booked through the parish council

and district council, regular charity/local organisation stalls are

held to raise vital funds for local groups. The Cross island also

accommodates the public shelter as well as the BT telephone

kiosk.

The community noticeboard was purchased by the Parish

Council together with Somersham Harvey Feoffees Charity

Committee in celebration of Queen Elizabeth’s Diamond

Jubilee in 2012.

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Somersham Community Library

When the Parish Council learnt the village library would be shut as a cost cutting

exercise by Cambridgeshire County Council the community were incensed at the

prospect of losing this vital facility. This was the beginning of a joint venture between

Somersham Parish Council and a strong band of volunteers.

The Community Library is now a registered charity no 1149100 and managed by a

fully constituted group the Friends of Somersham Library (FOSL). FOSL have won a

number of awards for volunteering. The most recent award in August 2015 was in

recognition of their achievements in volunteering and presented by Captain Victor

Lucas, High Sheriff of Cambridgeshire.

The building is leased by Somersham Parish Council from Cambridgeshire County

Council and FOSL run the community library under a service level agreement.

Somersham Parish Council will continue to support the Community Library.

Health & Well-Being Group

As part of this process the parish council will continue to host the Health & Wellbeing

Steering Group with representative members from the local school, doctor’s

surgeries, health carers, Somersham’s Time Bank Co-Ordinator Community

Navigators etc.

Meetings discuss specific topics, sharing information, case studies & referrals.

Localism

Somersham Parish Council has embraced aspects of the Localism Act 2011

throughout its services since 2012.

The Parish Council has registered the following Community Assets:

• The Community Library, Church Street

• The Community Room, upstairs in the Victory Hall (village hall), Parkhall

Road

Both properties are currently owned by Cambridgeshire County Council.

Community Plan 2012

The Community Plan is a five year plan and replaced the Parish Plan published in

2006.

With the help of Cambridgeshire ACRE and specific funding the parish council were

able to greatly improve community engagement techniques to ensure the 2012

Community Plan represented a majority view of Somersham Parishioners both old

and young.

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The Parish Council will continue to review the Plan and publish updated information

on an annual basis.

Democratic representation

The Parish Council hopes that a greater sense of community will develop through this

Business Plan, and the actions arising from it.

It is hoped that this will lead to an increased awareness of the Parish Council’s

activities and, as a consequence, will encourage more residents to stand for the

Parish Council or join other voluntary community groups.

We would want to encourage youth participation, and will consider the options for

involving the younger community, including a Youth Council.

There is an option to start Parish Councillor monthly surgeries.

These surgeries would be created on a rota of two councillors present at each

surgery.

Somersham Parish Council already has a close connection with Huntingdonshire

District Council and Cambridgeshire County Council through their contact with the

local elected Councillors.

A safe community

The Community Plan identifies four main areas of concern:

• Fear of crime

• Anti-social behaviour

• Speeding cars

• litter

The Parish Council will:

• participate in initiatives that address anti-social behaviour, and continue

to work with other authorities (Police, County & District Councils) in

reducing crime and the perception of crime

• seek to deal with the problems of litter, dog fouling, graffiti, fly posting,

noise pollution etc. by helping to foster a responsible attitude and

enhancing a sense of community and good neighbourliness

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CCTV

The Parish Council is responsible for CCTV in several key locations around the village.

The aim is to help tackle crime as well as help ensure the safety of its residents where

possible.

The CCTV cameras are located at the following locations:

• Millennium Sports Facility – to cover the pavilion external and internal

• Norwood Building & Victory Hall – to cover the community buildings

internally and the car park

• No 91, High Street – to cover the High Street in both directions at the

centre of the village

• Public Shelter, The Cross – to cover ‘The Cross area of the High Street,

Church Street and Parkhall Road

Twinning

At present Somersham is not twinned with any other community.

Twinning would encourage and develop the growth of educational and cultural

links between our community and a town or village in a different country.

If the Council wishes to make contact with a foreign authority they must obtain

advice and assistance from the European and International Unit of the Local

Government Association in the first instance.

Somersham Youth Club

Somersham Parish Council took over the operation of the youth clubs following

Cambridgeshire County Councils withdrawal.

The Youth Club has overcome several management and staff changes in the last

three years but it continues to flourish.

The youth club offers young people in the parish the opportunity to participate in

healthy activities as well as socialising in a safe environment.

Further consideration and action could be given to expanding the youth clubs

catchment area to include more local villages.

Somersham Time Bank

Somersham’s Time Bank was set up in 2012. The initial funding received to set the

Time bank up and employ a co-ordinator came from Skills for Care &

Cambridgeshire County Council. The aim was to tackle social isolation.

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Today the Time Bank co-ordinator continues to

seek funding through the larger grant aid bodies

but also holds her own fundraising events. The

Time Banks main funding grant at present is

through CHS and is to help get people back into

work.

For 1 hour of voluntary work/help the volunteer

‘banks’ 1 hour of time. This allows the volunteer

free help in return by ‘cashing in’ the time

banked.

Membership of the Time Bank has increased dramatically since 2012 with around 120

individual members ranging in age from 5 years to 85 years.

The Time Bank also has15 local organisations signed up. The value of this has been

proved over the last 3 years by running joint fundraising events such as coffee

mornings, ‘Picnic in the Park’ (an outdoor musical event held with the Church &

Sports Association), Somersham Sprint (a cross country 10k & 5k run), ‘Lite Bite’ (a

Saturday morning coffee & bacon for morning shoppers) and more. Voluntary and

charity groups which would not normally have formed an alliance have successfully

run events, shared equipment and generally helped each other out through their

association with the Time Bank.

The Time Bank is a great community asset and requires continued support.

Christmas Lights Annual Display

Run almost entirely by volunteers with parish councillors also on the working group,

the Christmas Lights Annual Display is a popular feature of village life.

The group work throughout the year with a clear action plan servicing equipment,

fund raising, training and erecting the lights, this is overseen by the parish council in

line with insurance requirements and licencing.

On 1st December every year there is an organised ‘Switch on’ event and The Cross

area of the High Street is closed.

• Refreshments are provided including mulled wine and mince pies for a

small donation.

• Somersham Town Band play Christmas Carols

• There is a draw with prizes donated by local businesses

• Santa comes to town! with sweets for the small children

Somersham Carnival

The Carnival is a terrific community event organised by a volunteer committee

involving as many people and local organisations as they can.

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Carnival week takes place every June and brings the community together with

numerous family activities at various locations across the parish. Carnival Saturday is

the culmination of the week with a parade through the centre of the village

followed by an organised family event on the Parish Councils Norwood Playing Field

with stalls, entertainment, competitions and more.

Sporting & Leisure Facilities

Somersham parishioners are lucky to have some good sports facilities available to

them.

The Council are keen to link up with organisations and sports associations / clubs to

promote sport for all ages and in particular to tackle childhood obesity.

1. Millennium Sports Facility, The Trundle.

This facility is leased by the Parish Council to a Charity, Somersham Sports & Leisure

Association.

The Parish Council acknowledge this facility requires financial support for the

foreseeable future. In terms of the cost/benefit this is considered acceptable if it

means Somersham parishioners have a safe place to participate in outdoor sports

for a healthy active lifestyle.

2. The Norwood Playing Field, Parkhall Road

The playing field free to use facilities include:

Children’s play equipment

Floodlit multi sports area

Full size football pitch

Squash Court (pay to use at a locally competitive rate)

There are already plans in progress to regenerate the Norwood Playing Field facilities

in line with the Norwood Area project plan and maintenance programme. (June

2014)

Some of the new facilities identified in the plan are:

Outdoor gym equipment

Public toilets

Car park extension

Location Plan – this is for visitors to the site to identify the buildings and organisations

in them: Norwood Building, Victory Hall, 1st Somersham Scout hut and 1st Step Play

group

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Creating a Better Environment

The Parish Council has always exercised an interest in retaining good open spaces

for residents to enjoy in their leisure time as well as ensuring Somersham’s built area is

clean, tidy and safe for all.

In the quest for this the following areas are either under review or actively in place:

Flood Risk Strategy

With the increasing service withdrawal from principal authorities, it would be prudent

for the council to develop a local flood plan in order to identify areas at risk of

flooding.

The plan will include:

• Areas at risk of flooding

• Explain the issues within those areas and develop a prioritised action plan

for dealing with the issues identified

• Clarify Riparian ownership and responsibilities

Allotments

The Parish Council must improve its links and integrate more with the allotment

associations to promote healthy living.

Definitive Footpaths

Definitive footpaths are the responsibility of Cambridgeshire County Council.

At present the footpaths are cut 3 times a year.

Currently there is no P3 grant funding available from Cambridgeshire County

Council

Somersham has a volunteer Footpath (P3) Officer who oversees the general

maintenance of the cross country footpaths in conjunction with the parish council

and county council.

It is essential these are kept in good condition and properly signposted.

Conservation Areas

The Conservation Areas are an important part of the character of the village and

need to be carefully protected.

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The areas include the built environment at the centre of the village as well as the

Local Nature Reserve to the east.

Bridleway 7 – Short Drove to the Crafty Fox

The Council owns 5 miles of disused railway line which has been successfully

registered as a bridleway.

The bridleway runs from Short Drove at the north of Somersham to the Crafty Fox

(Pickle Fen) which is on the boundary with Chatteris in Fenland.

The bridleway has been enhanced over the years and planted with a good number

of native trees.

The area provides a good off road route for walkers, runners, cyclists and horse

riders.

Somersham Local Nature Reserve

Somersham has a large Local Nature Reserve, the reserve was designated in 2011.

Part of the land is owned by Cambridgeshire County Council with the majority in the

ownership of Somersham Parish Council.

Through a regularly updated Management Plan the area is overseen by a fully

constituted group - Somersham Local Nature Reserve Group (SNRG) to ensure

conservation and bio-diversity.

Open 24/7 the land includes a section of disused railway line, a large lake and a

large field called ‘Station Land’. Within Station Land is a Community Orchard

created by volunteers and organised by SNRG.

Regular events are held on Station Land such as ‘Apple Day’, Bat walks, Fungi Foray,

accompanied community walks and more. The events offer all members of the

community a fun activity often with professionals on hand to inform and advise.

Pocket Park

Three years ago an area of old gravel works was sold by Lafarge Aggregates to a

private owner. A large part of this land had to be made available to local residents

as a Pocket Park.

Work to create the Pocket Park complete with wildlife lakes is still in progress by the

new landowners.

The Council are looking forward to the Park eventual opening as it will connect the

Local Nature Reserve to Bridleway 7.

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Somersham Angling Club

The Council have a lease agreement with Somersham Angling Club which allows

them to fish the lake within the Local Nature Reserve.

Fishing membership is only permitted for Somersham residents, day tickets are

available for Club members friends provided they are accompanied by the

member.

The Angling Club (under the lease agreement) manage and collect the fishing

permits, Check NRA licenses, husbandry of the fish and other wildlife in conjunction

with SNRG.

All monies collected goes towards the lake, swims and other relevant fishing needs

to ensure the survival of this beautiful area.

Trees

The Council is responsible for in excess of 450 trees across its playing fields and open

spaces.

A Tree Audit was carried out in 2014 and the council is carrying out the necessary

work identified in the report within the time scales recommended.

The Council has always ensured they have an enthusiastic volunteer Tree Warden,

this position is elected every year at the May Annual meeting.

The Tree Officer liaises with the district tree officer as well as the County Countryside

officer.

The Council will produce a Tree Planting Strategy in conjunction with the Tree Audit

to provide a full picture.

White Post Area

The Council own a small area of land known locally as the White Post Area due to

the obelisk which sits on the junction. The area is mainly wooded with two small

ponds in the centre.

The White Post obelisk is a scheduled ancient Monument

This area has a Management Plan to ensure conservation and bio-diversity.

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War Memorials

Somersham’s War Memorial for the Second World War is

located on the footpath at the centre of the village known

as The Cross.

At present the War memorial is not a Listed Building and the

Council will consider if they should apply for listing with

Historic England and the War Memorial Trust in order to

protect it.

A stained glass window memorial for World War 1 is in St John

the Baptist Church and already protected as this is a Grade

1 Listed Building).

K6 Telephone Kiosk

Date Listed: 25 February 1992

English Heritage ID: 5267

The Telephone Kiosk is a Type K6 designed in 1935 by Sir Giles Gilbert Scott.

The Grade 11 Listed Building is described as a square kiosk with domed roof in cast

iron. It has unperforated crowns to top panels and margin glazing to windows and

door. The Kiosk forms part of the central Conservation Area if the village.

Presently owned by British Telecom (BT) it is in a state of poor repair.

The phone line has been disconnected by BT some time ago.

BT are keen to allow communities to ‘adopt’ a kiosk at £1.

This could be a solution provided:

• BT carry out maintenance work in the first instance

• OR the parish council is prepared to take on the kiosk and

costs for its repair and future upkeep as a Listed Building

Options for its future use are open to discussion, one idea could be

to create a WiFi ‘hot spot’ such as the redundant kiosks in London.

Environmentally Green Policies

Somersham Parish Council has an Environment Action plan & Plastic bag ban policy.

The actions in these plans need to be reviewed, updated and monitored more

closely.

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Additional environment actions which could be included in the revised plans are to:

• Endeavour to maximise water capture on the Councils own land for reuse

of water for plant displays & recreation grounds

• Encourage, through the planning process, the use of energy saving, water

capture and reuse in all new developments in the parish

• Recycle as many office products as appropriate and possible

• Separate and recycle litter collected as appropriate and possible

Open spaces

Somersham has good open spaces available to encourage healthy activities as well

as consider bio-diversity. These open spaces are the:

Local Nature Reserve including the lake

Pocket Park

Norwood Playing Field

White Post area which includes two small ponds

6 Definitive footpaths and a bridleway which all link in some way to neighbouring

parishes Pidley, Colne, Bluntisham and Chatteris.

Street planting & street scene

At present the Parish Councils floral display are the hanging baskets at The Cross on

the Public Shelter.

Acknowledging the time and cost element for this the Parish Council could:

• Maintain and expand its planting programme to improve the appearance

of the village through extensive floral and plant displays

• Continue with a tree planting strategy

• Consider the feasibility of setting up a tree bequeathing scheme

• Undertake an audit to identify unnecessary signs and seek to have them

removed or re-sited

• Identify areas where there is a litter problem and work with the community

to tidy these black spots

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Housing & Development Strategy

At a strategic level the Parish Council plays a full part in the development and

sustainability of Huntingdonshire’s Local Development Plan (LDP) to 2030.

The LDP will set out the blueprint for the development of Somersham until 2030 in the

context of the District as a whole. The Parish Council will play a constructive role in

this process whilst ensuring the protection of its legitimate interests.

In addition the Parish Council will investigate the opportunity and funding available

to undertake the following:

• Neighbourhood Plan

• Community Land Trust

Transport Strategy

The Parish Council has little direct responsibility for transport and related matters.

Therefore, its role is principally one of advocacy in the interest of the village.

Bus services, rail services

The Council will continue to monitor these services and take action when necessary

Traffic control

The Council recognises residents’ concerns about speeding and illegal parking

The Council supports the Speedwatch initiative and will seek to reintroduce a

volunteer team

Pedestrians & cycling

The Council wishes to see an increase in walking and cycling, and will press for

measures to improve the provision of, and environment for, these modes of

transport.

Economic Activity & Tourism

Somersham has a wide range of facilities which fulfil most of the daily needs of local

residents and surrounding villages.

Wherever possible, the parish Council will source services and supplies from local

businesses. This shall, however, will be tempered by the need for best value.

The Parish Council will work towards a general objective of improving the village

economy and tourist facilities in the area.

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3 Year Financial Strategy

October 2015 – October 2018

1. Introduction The objective of the Council’s financial strategy is to structure and manage its

finances in support of the Council’s Business Plan. Good financial management is

essential so that the Council may deliver quality services but also effectively

manage public monies. The strategy will help the Council make decisions to

ensure that its corporate objectives are met.

2. Business Plan Framework

The Council’s corporate objectives are:

• To ensure that the Council’s assets are properly maintained, refurbished or

replaced by setting a programme to achieve this;

• To represent the views and wishes of the citizens of Somersham and to

deliver services that meet local needs;

• To consult with and take due regard of all comments from other statutory

bodies, voluntary organisations and individuals, to ensure improvement in

the standards of service;

• To enable residents to enjoy quality social, recreational and sporting

facilities within the parish

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3. Three Year Financial Strategy The financial strategy (3YFS) will provide a framework for the Council’s strategic and

financial policies and plans to ensure the proactive financial management of the

Council. Projecting the financial needs of the Council over the next three years will

identify potential problems in advance so that the Council will be able to adapt to

any eventuality. Active risk management plays a pivotal role in ensuring that the

Council can adapt to circumstances over which it has no control, but still be able to

deliver its corporate objectives. The Financial Strategy contains details of the

Council’s revenue budget, capital programme and treasury management strategy

over the term of the next three financial years, identifying areas of risk and how the

Council will manage that risk effectively. As the 3YFS requires forward planning over

a number of years, the budget projections are provisional and will be reviewed

annually as part of the budget setting process.

4. Risk Management

The Council, through its system of internal control, has developed a culture of risk

management as part of its overall strategic management. The Council aims to

identify, quantify and control all risks and put into place arrangements in order to

protect the Council and ultimately its stakeholders from the consequences of the

risks identified.

4.1 Financial Risk Management

The annual budget setting report will detail the most significant financial risks that

have been identified as part of the budget setting process and may adversely

affect the Council’s 3YFS. The 3YFS has been based on numerous assumptions:

• Inflation rates;

• Interest rates;

• Inflationary pay awards;

• Income generated from fees and charges;

• Potential legal challenges;

• A continued level of service provision.

In developing its capital and revenue budgets and its investment strategy, the

Council has considered the financial risks that it faces and has tried to mitigate that

risk. The Council has in developing its 3YFS:

• Adopted a prudent approach in its financial forecasting;

• Will develop a Reserves and Balances Policy to ensure that the Council

has adequate contingent balances so that the 3YFS is affordable and

deliverable;

• Developed a realistic and deliverable Capital Programme;

• Introduced earmarked reserves to provide a contingency against

anticipated future spending requirements.

• Identified possible revenue requirements to continue a proactive

approach to help mitigate the effect of inevitable 3rd party service

reductions. The County Councils Resilience Strategy will help inform this

work.

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The Council operates in a sound financial control environment. Member scrutiny is

provided through the Finance and Risk Management Working Party which has

responsibility for overseeing and reviewing the effectiveness of the Parish Council’s

governance framework and system of internal control. It approves the internal

auditor’s interim reports and plays a key role in budget monitoring in receiving

quarterly reports containing year-end projected out turns and an analysis of budget

variances. This enables the Council to review on a quarterly basis if it has adequately

mitigated risks or whether any further action needs to be taken in year in order to

ensure that the Council is not adversely affected financially and can deliver its 3YFS.

5. Reserves and Balances

An essential requirement in developing the Council’s 3YFS is making an assessment

of the adequacy of the Council’s reserves and balances over the term of the

strategy. Section 50 of the Local Government Finance Act 1992 requires that the

Council gives due regard to the level of reserves and balances for the forthcoming

years and the RFO is required to set a balanced budget.

5.1. The General Fund Balance

The General Fund Balance, commonly termed the “working balance”, is a balance

on the Council’s revenue account which is not held for any specific purpose other

than to cushion the Council’s finances against any unexpected short term problems

in the Council’s cash flow. It is the account where all the Council’s day to day

income and expenditure in the provision of its statutory and discretionary services is

recorded.

The General Fund Balance projections over the next three financial years are

detailed below.

Consideration has been given to a financial risk assessment, which will be carried out

annually in line with the Reserves and Balances Policy and set out in the annual

budget report.

The Councils policy on General Reserves: This is all about managing the risks. The risk

of not enough cash to run the Council early in the new financial year; and the risk of

holding funds when they are not justified giving rise to increased Fidelity Guarantee

Premiums and controls, and the risk of loss due to inappropriate investment.

Minimum reserves are considered to be of the order of 3 months expenditure net of

normal "trading" income. This will get the Parish Council through to the arrival of the

first half of the precept on 30 April and overcome any unforeseen circumstances

that may arise between the time of the budget setting exercise and receipt of the

first half of the precept.

For the 3 financial years 2012 – 2015 the council has spent an average £190,380.00

For the 2015/16 financial year a risk assessment has determined that a minimum of

£50,000 should be maintained as the general fund balance (3 months reserve) so

that the Council may mitigate any financial risks that may materialise within the

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year. Generally speaking a prudent level of reserves would be about six to eight

months net spend. Anything much above that would require a formal resolution of

justification explaining why such a significant level of reserves is necessary.

Actual

2014/2015

£

Estimate

2015/2016

£

Estimate

2016/2017

£

Estimate

2017/2018

£

General Fund

Balance for

year

£30,075

£10,000

£10,000

£5,000

General Fund

balance

Brought

Forward

£0.00

£30,075

£40,075

£50,075

General fund

balance

carried

forward

£30,075

£40,075

£50,075

£55,075

5.1.1. Expenditure

In the context of the current adverse economic climate the Council must look to

minimise the impact upon the taxpayer whilst responding to increasing local needs

and priorities.

Efficiency: Efficiency and value for money are the bedrock of the Council’s decision

making process. In formulating its budget the Council through its Finance & Risk

Management Working Party reviews and challenges whether it is delivering value for

money. The Council looks to identify savings and efficiencies that can be made

without affecting service delivery;

Procurement: During the term of this strategy the Council will continue to look at

accessing greater purchasing power through partnership procurement, as the

Council has done with its gas and electricity supplies. The Council will look to

achieve efficiency through procuring the same or better service at a lower cost to

the Council;

Employee Costs: The Council will review its operational resources on an ongoing

basis and look to maintain well controlled employee costs. The Council will also look

to optimise the use of its staff throughout the organisation.

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5.1.2. Income

The Council does not receive any income other than those charges levied for its

service provision, rental income, investment income and the precept.

Fees and Charges: The Council considers its scale of fees and charges on an annual

basis. The Council will consult with stakeholders through inviting group user

representatives to its Working Party meetings. The Council complies with legal

requirements in setting its charges and has due regard to affordability, elasticity of

demand for its services and accessibility. The Council will look to achieve the

maximum level of income that market forces in operation at the time will allow.

Investment Income: Investment income will be projected in line with an Annual

Investment Strategy. The current economic climate is challenging in terms of finding

the balance between security and yield. The Council will consult advisers on the

most appropriate strategy.

5.1.3. Tax Base & Parish Precepts:

The tax base is a figure that is determined by Huntingdonshire District Council

annually and is the baseline for setting council tax charges.

In accordance with the Local Authorities (Calculation of Council Tax Base)

regulations 1992, Huntingdonshire District Council has given a tax base figure of

£1330.00 for the parish of Somersham for 2014/15 (£1341.00 for 2015/16). This figure is

based upon the estimated number of chargeable dwellings, expressed as the

equivalent number of Band D dwellings, after allowing for reliefs, discounts and non-

collection.

During the setting of the revenue and capital budgets due consideration has been

given to the current economic climate, together with the request from central

government that town and parish councils exercise restraint and ensure that no

council taxpayer sees an increase in bills. However, consideration has also been

given to the need for the Council to increase its reserves and balances being

mindful of future capital, revenue and treasury requirements.

Approved

2015/2016

Estimated

2016/2017

Estimated

2017/2018

Estimated

2018/2019

Precept

£151,954

£163,000

£171,150

£179,710

Increase in

Precept

0.3%

7.2%

5%

5%

Council Tax on

a Band ‘D’

property

£113.31

£121.55

£127.63

£134.01

With the overriding need to maintain an adequate level of reserves and ensure high-

standards of service provision, an assumption of a 7.2 % increase in the Precept for

the 2016/17 financial year has been made.

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6. Earmarked Reserves

In addition to the general fund, the Council also maintains reserves that are

earmarked for a particular purpose. The Council has highlighted future capital

expenditure requirements and established earmarked reserves in order to finance

the expenditure when it is required. Details of the projected balances on the

earmarked reserves are given below. The Council will continue to monitor the

adequacy and relevance of its earmarked reserves on an annual basis.

Capital projects

Earmarked

Reserve

Revised

2014/2015

Estimate

2015/2016

Estimate

2016/2017

Estimate

2017/2018

Norwood

Building &

playing field

equipment

£0.00

£15,000

£0.00

£0.00

Digital

advertising

display boards

£8000

£0.00

£0.00

£0.00

Public toilets –

Norwood

Playing Field

£0.00

£25,000

£0.00

£0.00

Outdoor Gym

equipment

£0.00

£10,000

£0.00

£0.00

Skate ramp -

replacement

£0.00

£5,000

£5,000

£10,000

Kubota Tractor

– 3 year

replacement

£0.00

£2,000

£3,500

£3,500

Lake area sea

container -

replacement

£0.00

£1,000

£0.00

£0.00

Lake aerator

£4137

£0.00

£0.00

£0.00

Village sign

refurbishment

£700

£0.00

£0.00

£0.00

Parish Street

lights lamps

upgrade

£6,500

£0.00

£0.00

£0.00

TOTAL

£19,337

£58,000

£8,500

£13,500

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7.1. Capital Expenditure

The Council’s capital programme is attached at Appendix A.

This programme has been developed to include the capital projects that are

deemed to be achievable and affordable within the time frame set out. The

programme reflects the Council’s priorities that have either been highlighted

through a risk assessment or are deemed imperative in achieving the strategic

objectives as stated in the Council’s Business Plan.

The Council has a large property portfolio, comprising of public offices, buildings,

large areas of open spaces, including play areas, a car park and sports facilities.

The Council has historically under-invested in its properties and as a result has a large

back-log in its maintenance programme requiring a substantial capital investment

so that the buildings are fit for purpose.

The Council also has items of equipment in its play areas that have exceeded their

useful life and need replacing. Improvement schemes in turn generate additional

long-term repairing obligations, such as the requirement to maintain the play area

and skate park at the Norwood Playing Field.

On 1st October 2015 the Council’s Kubota Tractor was replaced with a new tractor.

The Council will continue to maintain and replace on a 3 yearly basis to ensure the

tractor is economic to run and efficient.

Within the scope of this strategy the Council looks to ensure that it has adequate

financial resources available in order to meet its aspirations as laid out in the capital

programme.

Estimated Capital Expenditure

2014/2015

Revised

£000s

2015/2016

Estimate

£000s

2016/2017

Estimate

£000s

2017/2018

Estimate

£000s

Capital

Expenditure

£19.5

£58

£8.5

£13.5

The Council may in future wish to invest in the acquisition of fixed assets in the local

area that are seen to bring benefits to the community. It is anticipated that such an

asset acquisition would have to bring the same or greater income yield as that of

any treasury investment, so as not to impact upon the revenue account. No specific

schemes have been identified at the present time but they may be considered in

the future if preferential circumstances prevail.

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7.2. Capital Financing

In order to meet its estimated capital expenditure, the Council has areas from which

financing may be met:

7.2.1. Capital Receipts

Capital receipts are derived from the sale of a fixed asset and can only be used to

fund capital expenditure. Accordingly capital receipts are usually the first reserve

used to finance capital expenditure, as the use of the reserve is limited in its

application. However when capital receipts are used to finance capital expenditure

there is a direct effect upon the revenue budget, resulting from a reduction in

interest earned. In applying any capital receipts consideration has been given to

any resulting loss of revenue from the Council’s investments.

The Council does not currently have any plans to dispose of any of its land and

buildings over the next 3 years.

The Council will assess the availability of surplus assets that may be suitable for

disposal in order to meet future capital expenditure. This process will streamline the

Council’s asset portfolio and ensure that the asset base is fit for purpose.

7.2.2. Revenue Contributions

The Council may use any surplus on the general fund above the required balance to

fund capital expenditure, in line with the Reserves and Balances Policy. The Council

has also established earmarked reserves so that internal funding will be available in

future to meet the anticipated capital expenditure that will not impact upon the

Council’s investment requirements.

7.2.3. Funding

The Council will look to source external funding for all suitable capital projects, in

partnership with other authorities. No funding for the Council’s budgeted capital

programme has been sourced at the present time.

8. Treasury Management Strategy The Council defines its treasury management activities as:

“The management of the Council’s investments and cash flows, its banking, money

market and capital market transactions; the effective control of the risks associated

with those activities and the pursuit of optimum performance consistent with those

risks”.

The Council’s estimated investment capacity is shown in the table below. This figure

has been derived from projecting the council’s balance sheet forward over the next

three financial years. Market conditions, interest rate expectations and credit risk

considerations will influence the Council’s strategy in determining the borrowing and

investment activity against the underlying Balance Sheet position.

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Estimated Investment Capacity

Actual

31 Mar

2015

Estimated

31 Mar

2016

Estimated

31 Mar

2017

Estimated

31 Mar

2018 External Borrowings &

Other Long Term

Liabilities (at Nominal

Value)

-£94,811

-£79,999

-£65,387

-£50,775

Balances & Reserves £119,432 £140,000 £120,000 £120,000 Investment Capacity

£50k

£55k

£56k

£58k

8.1. Borrowing Strategy

In July 2025 the Council will make its final repayment of its outstanding PWLB loan. It is

the Council’s policy to remain debt free for the duration of this strategy.

8.2. Investment Strategy

The Council has determined that its investment priorities are:

• Security of the invested capital;

• Liquidity of the invested capital;

• To obtain an optimum yield which is commensurate with security and

liquidity.

The Council has placed an upper limit for principal sums invested for over 12 months,

by determining that a minimum of £50k should be held in short term investments. This

limit is to contain exposure to the possibility of loss that may arise as a result of the

Council having to seek early repayment of the sums invested.

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APPENDIX 1 CAPITAL PROJECTS & REVENUE BUDGET PLAN